HRPYC81 - RESEARCH PROPOSAL - ASSIGNMENT 46 (HRPYC81)
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HRPYC81 Research Project 4810 Assignment 46 Research Proposal UNISA (achieved 71%)
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HRPYC81 - RESEARCH PROPOSAL - ASSIGNMENT 46 (HRPYC81)
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University Of South Africa (Unisa)
Research proposal for UNISA Psych Hons, project 4810, assignment 46.
Topic: Investigating The Relationship Between Job Satisfaction and Organizational Culture According to Herzberg’s Two-Factor Theory: A Study of Millennial Employees Working for South African NGOs.
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HRPYC81 - RESEARCH PROPOSAL - ASSIGNMENT 46 (HRPYC81)
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HRPYC81 Research Project 4810
Assignment 02 Research Proposal
Table of Contents
Title…………………………………………………………………………………..………3
Provisional Literature Review …………………………………………………….………3
Job Satisfaction………………………………………………………………………..……3
Job Satisfaction in Not-For-Profit Organisations……………………………….…..……3
Job Dissatisfaction……………………………………………………………………..……4
Social Information Processing Model of Job Satisfaction……………………………..…4
Organisational Culture…………………………………………………………………..…5
Organisational Culture and Job Satisfaction……………………………………………..6
Organisational Culture and Job Satisfaction in South Africa……………….…………..7
Herzberg’s Two-Factor Theory of Job Satisfaction and Motivation…………..………..8
Limitations of Herzberg’s Two-Factor Theory…………………………………..….……9
Herzberg’s Two-Factor Theory Applied in Non-Western Contexts…………….………9
Hypotheses…………..………………………………………………………………………11
Research Design……………………………………………………………………..………11
Purpose…………………………………………………………………………..……..……11
Sample………………………………………………………………………………….……11
Instructions to Respondents……………………………………………………………..…12
Ethical Considerations………………………………………………….………………..…13
Anonymity…………………………………………………………………….……..………13
Voluntary Participation…………………………………………………………….………13
Data collection………………………………………………………………………………13
Measuring Instruments……………………………………………………………..………13
Humming Corporate Culture Questionnaire or HCCQ (Revised) ……………….….…13
Job Satisfaction Questionnaire (JSQ Revised) …………………………………….…..…14
Scoring………………………………………………………………………………….……15
Data analysis……………..…………………………………………………………….……16
Software…………………………………….…………………………………………..……16
Descriptive Statistics………………………………………………………………….…….16
Internal Reliability…………………………………………………………………….……16
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,Relationship Between Variables…………………………..………………………….……17
Plagiarism Declaration…………………………………………………………………..…18
References ………………………………………………………………………………..…19
Title
2
, Investigating The Relationship Between Job Satisfaction and Organizational Culture
According to Herzberg’s Two-Factor Theory: A Study of Millennial Employees
Working for South African NGOs
Provisional Literature Review
Job Satisfaction
Job satisfaction can be understood as an employee’s degree of contentment in the workplace.
Job satisfaction emerges when employees have positive attitudes regarding their work.
(Greenberg, 2011, p. 220). According to Greenberg (2011, p. 237), job satisfaction is
influenced by supervision, organisational control, aligning work tasks with employee
interests and providing remuneration that is commensurate with work roles and experience in
the field.
Organisational commitment reflects the degree to which employees identify with their
organisation (Greenberg, 2011, p. 231). A satisfied employee has strong feelings of loyalty
and commitment to their organisation (Punnett, Greenidge, & Ramsey, 2007, p. 216). High
levels of organisational commitment and loyalty result in higher employee tenure and
increased service quality (Yee, Yeung, & Cheng, 2008, p. 651). Exceptional service delivery
leads to customer satisfaction which, in turn, improves profitability within organisations
(Yee, Yeung, & Cheng, 2008). Job satisfaction is thus directly related to organisational
outputs which makes it an essential component of what makes an organisation successful
(Ahmad, Ali, Ahmad, Ahmad, Ahmed, & Nawaz, 2010, p. 251).
Job Satisfaction in Not-For-Profit Organisations
Profitability is one output that has also been shown to inadvertently increase job satisfaction.
(Yee, Yeung, & Cheng, 2008, p. 651). Although profitability is a key objective of many
business models, this output does not align with the objectives of not-for-profit non-
governmental organisations (NGOs) where social change, community upliftment and
environmental protection are primary concerns. In fact, NGOs are often underfunded and
under-resourced. As a result, job satisfaction must be harnessed through meaningful
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